Start Date
16-8-2018 12:00 AM
Description
Digital effectiveness is the degree to which an individual has access to a positive environment for technology use along with the cognitive and behavioral resources to deploy technology according to a purpose. The present study focuses on the cognitive dimension of digital effectiveness to discuss the relationship between one’s particular level of computer self-efficacy (CSE) – that of overconfidence – and his or her reactions to different types of feedback received from supervisors on performance in computer-mediated tasks. In a controlled experiment, we found that neutral feedback was powerful enough to adjust CSE and actual performance for significantly overconfident individuals, while directional (positive or negative) feedback seems to have introduced unnecessary or confounding information. The study has implications for assigning tasks to individuals according to CSE profiles and feedback routines in organizations.
Recommended Citation
Porto Bellini, Carlo Gabriel and Lacet Serpa, Malu, "Mirror, Mirror on the Wall: An Experiment on Feedback and Overconfidence in Computer-Mediated Tasks" (2018). AMCIS 2018 Proceedings. 15.
https://aisel.aisnet.org/amcis2018/AdoptionDiff/Presentations/15
Mirror, Mirror on the Wall: An Experiment on Feedback and Overconfidence in Computer-Mediated Tasks
Digital effectiveness is the degree to which an individual has access to a positive environment for technology use along with the cognitive and behavioral resources to deploy technology according to a purpose. The present study focuses on the cognitive dimension of digital effectiveness to discuss the relationship between one’s particular level of computer self-efficacy (CSE) – that of overconfidence – and his or her reactions to different types of feedback received from supervisors on performance in computer-mediated tasks. In a controlled experiment, we found that neutral feedback was powerful enough to adjust CSE and actual performance for significantly overconfident individuals, while directional (positive or negative) feedback seems to have introduced unnecessary or confounding information. The study has implications for assigning tasks to individuals according to CSE profiles and feedback routines in organizations.